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Every independent organization would sincerely like to have competent, loyal and engaged people, as engaged persons are typically those who have significant attachment and active involvement in their organization. Without engaging people, high quality and productivity will not be achieved. The purpose of this study is to explore the impact of organizational culture derived from Tunisian customs of firm performance. Tunisian subcultures may not be represented in the national culture.

This study carefully examines the impact of organizational culture on firm performance of Tunisian small and medium-sized enterprises. Results from 100 organizations and companies were collected using questionnaires for data collection analysis from employees occupying various positions in different hierarchical levels. Statistics used are tested by ordinary least squared regression. Furthermore, response bias, validity and reliability were the most important points examined by researchers.

These results reveal and confirm that the charisma that has been perceived by employees as energy state has an impact on the performance of the organization, regardless of the moderating effect of the uncertainty of the environment. Moreover, this study also showed that organizational culture has a significant effect on firm performance as well as on the interpretation of the organization, which depends on charisma.

The implication is that even in a country with many subcultures, excellent management still needs to pay attention to the impact of national culture at the organizational level on job attitude, work ethics and employee engagement, which are however, very limited. It is expected that this finding can contribute to the organization in that management becomes aware of the personality of the employees during their recruitments, especially the chief characteristic of being energetic. Managers need to create a conductive and rewarding environment for individuals to contribute positively.

This study aims to explore the complex relationship between leadership and organizational knowledge sharing by investigating the moderating role of exchange ideology on the relation between transformational leadership in attributed charisma and knowledge sharing and the influence of attributed charisma and knowledge sharing on task performance. The influence of leadership in organizational knowledge sharing process has been gradually highlighted.

Based on the review of relevant literature and survey, a structural equation model considering four factors in the model together is now constructed and provides four hypotheses which can be verified. Self-completed questionnaires were collected from 163 students in the context of a graduate class in China.

The findings illustrate the relationship between leadership theory and knowledge sharing from a perspective of social exchange theory. In particular, results show that both transformational leadership and knowledge sharing have positive impacts to task performance and for individuals with low exchange ideology the positive influence from attributed charisma to knowledge sharing is stronger.

This research introduces exchange ideology as a moderator and explains the complex relationship between transformational leadership and knowledge sharing with sufficient proof. Transformational leadership in attributed charisma is more effective to those individuals with low exchange ideology in facilitating their knowledge effort. This paper can be theoretically and practically helpful to researchers and enterprise leaders in organizational knowledge management.

Using five categories summarized by Bass (1990), this chapter attempts to address three key questions about charismatic leadership:

• (1)

  What are the key behavioral dimensions of charismatic leadership?

• (2)

  How does charismatic leadership differ from other forms of leadership?

• (3)

  Who may become followers of charismatic leaders and when do they become followers?

What are the key behavioral dimensions of charismatic leadership?

How does charismatic leadership differ from other forms of leadership?

Who may become followers of charismatic leaders and when do they become followers?

By focusing on Weber’s original view of charisma, we suggest that his three dimensions of charismatic leader behaviors underlie most contemporary approaches. By considering these three dimensions in more detail, we demonstrate how this view allows for different views of leadership and is distinguishable from management. Finally, by extending Weber’s view and by identifying two types of charismatic leaders who differ in their power motives, we suggest how the characteristics of followers and the context influence followers’ acceptance of charismatic leaders as legitimate. Some implications for leadership effectiveness are discussed.

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that could help cast light on this important area of strategic management. In so doing, we attempt to move charismatic leadership theory in some new directions by bridging micro-and macro-level conceptualizations. The upper echelons perspective from the strategic management literature is first summarized. We then identify problems in conceptualization and measurement that have served to limit the usefulness of this theoretical approach with regard to understanding the leadership role and effects of CEOs. We present two alternative new models that incorporate the constructs of strategic change, CEO charisma, and perceived environmental uncertainty. Data are also presented, suggesting mixed support for the models. Suggestions are made with regard to future quantitative and qualitative research.

In this chapter, we examine the role of charismatic leadership in postcolonial Tanzania. Primarily used in sociological and political analysis, the concept of charisma has been viewed as a central component in nation-building in postcolonial Africa. Based on a decolonial perspective, we discuss charismatic leadership in Tanzania, focusing on Julius Nyerere, the first president of Tanzania. Nyerere, one of Africa's most influential leaders of the mid-twentieth century, fought the colonial rule, pushed for national independence and political freedom, and offered radical solutions to colonialism. Finally, the future directions regarding leadership in postcolonial Tanzania are discussed.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this paper is to test the effects of a followers’ perception of charisma to the followers’ perceived quality of each of the four sub-dimensions of LMX quality, and the moderating effect of communication frequency on such a relationship. The study hopes to assess the relationship of the four sub-factors of LMX to charisma and, thereby, to advance the current understanding of relationship-based views of leadership.

In total, 208 employed adults who are currently residing within the USA completed surveys that assessed charisma, LMX and it’s sub-factors, and communication frequency. The surveys were validated and the relationships between the variables were tested using partial least squares regression.

Charismatic leadership was shown to have significant effects on all the LMX sub-factors suggesting that charisma is not a simple trait possessed by some leaders. Additionally, the data suggests that there is a significant yet different level of effect of communication frequency on all the LMX sub-factors.

Implications of the research findings are discussed; however, there are some shortcomings in the research. As the variables of communication frequency and LMX quality were rated by the same individual, a limitation to this study exists by way of possible same source bias. A further limitation results from the measurement method utilized to determine communication frequency and its dependence upon the ability of the survey respondent to accurately recall this information free from any type of recall bias (Raphael, 1987). Further study needs to be done into the nature of the moderating effects present on the four lower order factors of LMX. If there are intervening factors that influence the quality of the moderating effects, such as role expectation and role congruence, then the authors may be able to gain further insight into the positive and negative nature of these moderating effects.

The findings suggest that charisma is not a simple, one-dimensional factor and also suggests that the authors need to reconceptualize the ideas of charisma. At a minimum, the authors must rethink how to train people to become leaders.

The study advances the understanding of the relationship between charisma and LMX and its composite factors.

There is a debate in literature about the generalizability of the structure and the validity of the measures of Student Evaluation of Teaching Effectiveness (SET). This debate spans the dimensionality and validity of the construct, and the use of the measure for summative and formative purposes of teachers valuation and feedback. The purpose of this paper is to contribute to the debate on the aforementioned issues. Specifically the paper tests the relationship of teacher’s “charisma” trait with a measure of SET consisting of the two dimensions of “lecturer ability” and “module attributes.” The market characteristics of the paper are those of an emerging market and cross-cultural context with a specific reference to India.

In this study, a two-dimensional scale of SET, which was originally developed by Shevlin et al. (2000) in their study in the UK, was empirically tested with Indian students and modified. Empirical data were collected from Indian students pursuing their MBA program in a north Indian university and statistical testing using exploratory and confirmatory factor analyses was undertaken. The proposed relationship of a teacher’s “charisma” trait was tested as a reflective construct comprising of the two dimensions of SET with the help of the software package Amos ver 4.0.

The results indicate that the measure of SET is influenced by the teacher’s “Charisma” (trait), thus providing evidence of a halo effect. This raises the issue of validity of SET as an instrument for measuring teaching effectiveness (TE). The results provide support to the hypothesis that structure of SET is multidimensional along with the need for adapting the instrument in diverse cultural and market contexts.

This study contributes to the debate on the validity, structure and use of SET as an instrument for measuring TE in a developing market with cross-cultural implications such as India.

The purpose of this paper is to assess the role of speech on transformational leadership attributions and the role of follower self‐esteem in fostering the relationship between followers and their leaders.

Survey research was used testing specific relationships. A 2‐by‐2 experimental design was conducted including treatments of leader speech and attributes with follower self‐esteem acting as a covariate.

Significant relationships between most attributions of transformational leadership and follower self‐esteem were found. Inspirational leader speeches were found to lead to higher levels of attributed transformational abilities.

It is suggested that there are contextual differences between different types of transformational relationships. Researchers are invited to distinguish between different types of charisma (social charisma vs business charisma).

Although the use of appropriate speech is an influential asset for the transformational leader, effective leadership does not solely depend on it. Organizations may benefit from inculcating communication training programs into their training agenda towards elevating their trainees to a higher level of leadership capability.

Leadership research has been heavily dominated by an overriding focus on leader attributes. This study concentrates on a specific leader impression management behavior (speech) and inculcates a follower variable (self‐esteem) into the equation towards a better understanding of the leadership phenomenon.

The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader’s level in the organization and the circumstances surrounding his or her appointment.